360 Check-In for New Leaders
Invented by Diane Scott, this process is the single most powerful tool designed to position newly hired leaders for success.
What makes the 360 check-in so valuable?
The first year for newly hired or promoted leaders is pivotal to success. Yet that first year can be tricky as the leader is learning to navigate the cultural landscape from direct reports, peers, and other key stakeholders.
The first year for newly hired or promoted leader is pivotal to success. Yet that first year can be tricky as the leader is learning to navigate the cultural landscape from direct reports, peers, and other key stakeholders critical to the success of the leader.
The 360 Check-In for Newly Hired Leaders was created by Diane Scott as a qualitative process designed for leaders and physicians hired or promoted within their first year in a healthcare organization.
The outcomes you can expect include:
Valuable insights from key stakeholders, peers, and direct reports
Identification of needed areas of opportunities before a reputation is permanently damaged
The knowledge of specific key stakeholder’s relationships that need to be enhanced for increased affectiveness
Outside perspective of strengths to leverage moving forward
While trends will be given to the leader, no identifiable information given by the participants will be shared with the leader.
How It Works
Step ONE: Identification of Leader
Around the 6-12 month anniversary of employment, a newly hired or promoted leader is identified to participate in the 360.
Step Two: Alignment Meetings
Meetings with the leader and/or their direct supervisor will be conducted to ascertain outcomes and discuss participants to be interviewed during the process.
Step Three: Participant List
The participant list will then be co-created by the leader and/or key stakeholders. The list of approximately 12-15 individuals may include direct reports, peers, and key stakeholders.
Step Four: Qualitative Process
Confidential thirty minute on-site or by phone interviews will be conducted.
Step Five: Debrief
Trends identified by the 360 Check-In will be given to the leader. Feedback, only as agreed on by the leader may be given to their boss as well.
Why Outside Perspective is So Important
Due to the confidential nature of the feedback, participants are often reluctant to share with internal personal sensitive information that may be detrimental to themselves or the person they are evaluating. In addition, Diane Scott utilizes 15-years experience conducting qualitative 360’s to hone a process to getting to specific trends quickly and efficiently.
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Hear What Healthcare Leaders Say about Diane’s 360-Degree Program for New Leaders
Through the 360 Check-In, Diane Scott was able to tell me feedback what everyone was thinking, but no one was telling me.
This process was incredibly valuable for me as a new executive to the system. I was able to course-correct some early mistakes, and better position myself with key stakeholders for future success.